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Global Business Strategy

Multinational Corporations Venturing into Emerging Markets

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Springer

Pages: 259
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This book presents theories and case studies for corporations in developed nations, including Japan, for designing strategies to maximize opportunities and minimize threats in business expansion into developing nations. The...

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This book presents theories and case studies for corporations in developed nations, including Japan, for designing strategies to maximize opportunities and minimize threats in business expansion into developing nations. The case studies featured here focus on Asia, including China and India,  and use examples of Japanese manufacturers. Five case studies are provided, including Hitachi Construction Machinery and Shiseido in China and Maruti Suzuki in India. These cases facilitate the reader’s understanding of the business environments in emerging economies. 

This volume is especially recommended for business people responsible for  international business development, particularly in China and India. In addition, the book serves as a useful resource for students in graduate-level courses in international management.

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Facilitates an understanding of business contexts in multinational investment in emerging economies such as China and India

Provides a good balance of theoretical ideas and case studies for global business strategy

Focuses on Japanese firms? activities that previously have not been fully described in the English literature

1. Introduction: Needs for New Global Strategies
Part I. Global Business Strategy
2. Management Strategies for Global Businesses
3. Changes in the Global Economic Environment
4. Comparison of Economic Institutions in China and India
5. New Business Model as Response to Competition from Emerging Economies
6. India’s Neemrana Industrial Park for Japanese Firms
Part II. Fundamentals Of Strategic Planning
7. Alliance-based Global Strategy
8. Hitachi Construction Machinery: Becoming a Wholly Owned Chinese Entity
9. Marketing Theory in Global Business Context
10. Shiseido Marketing in China
11. International R&D Management
12. Multinationals’ R&D in China and India
13. Thailand’s National Science and Technology Development Agency and Japanese Firms
14. Suzuki Motor’s Expansion in India
15. Strategy Integration at the Global Level.

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Kazuyuki Motohashi is a professor in the Department of Resilience Engineering Research Center and Technology Management for Innovation, Graduate School of Engineering, The University of Tokyo. Until this year, he had held various positions at the Ministry of Economy, Trade and Industry (METI) of the Japanese Government, and served as an economist at the Organisation for Economic Co-operation and Development (OECD) and an associate professor at Hitotsubashi University. His research interests cover a broad range of issues in economic and statistical analysis of innovation, including economic impacts of information technology, international comparison of productivity, global infrastructure business strategy, and...

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Kazuyuki Motohashi is a professor in the Department of Resilience Engineering Research Center and Technology Management for Innovation, Graduate School of Engineering, The University of Tokyo. Until this year, he had held various positions at the Ministry of Economy, Trade and Industry (METI) of the Japanese Government, and served as an economist at the Organisation for Economic Co-operation and Development (OECD) and an associate professor at Hitotsubashi University. His research interests cover a broad range of issues in economic and statistical analysis of innovation, including economic impacts of information technology, international comparison of productivity, global infrastructure business strategy, and national innovation systems focusing on science and industry linkages and small and medium-sized enterprise (SME) innovation and entrepreneurship policy. Dr. Motohashi earned a Master of Engineering degree from The University of Tokyo, an MBA from Cornell University, and a Ph.D. in business and commerce from Keio University.

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